The Designer's Guide To Marketing And Pricing

How To Win Clients And What To Charge Them

Ilise Benun, Peleg Top

• Publisher: HOW Books
• Year: 2008
• ISBN:
  9781440325168
• Topic: Design
• Subtopic: Graphic Design

Do what you love and make money! The Designer's Guide to Marketing and Pricing will answer all the common questions asked by designers trying to stay afloat in their creative business - and also successful designers who want to put a little more thought into their operations. Whether you're a freelancer, an aspiring entrepreneur or a seasoned small-business owner, you'll learn everything you need to know about how to market and price your services.This book shows you how to:

• learn which marketing tools are most effective and how to use them
• create a smart marketing plan that reflects your financial goals
• plan small actionable steps to take in reaching those financial goals
• determine who your ideal clients are and establish contact with them
• turn that initial contact into a profitable relationship for both of you
• talk to clients about money and the design process - without fear
• figure out a fair hourly rate and give an accurate estimate for a project

You'll learn the ins and outs of creating and running a creative services business - the things they never taught you in school. Plus, there are useful worksheets throughout the book, so you can apply the principles and formulas to your own circumstances and create a workable business plan right away.

PART ONE
MARKETING

CHAPTER 1
WHO IS MY MARKET?

The beauty of being a designer is that almost every company, organization—even every person—could potentially use your services, because they all need to market themselves one way or another. Sometimes, all you have to do is tell people what you do and they say, “I know someone who needs a brochure or a web site or (fill in the blank).” In fact, once you open your eyes to all the sources of work, your biggest challenge will be deciding where to focus. But decide you must, because if you don’t, you’ll be all over the place in terms of your own marketing efforts and the client’s perception of you will be muddy instead of clear.

That’s why “everything must flow from the market.” In other words, when you think about your business, don’t start with “Who do I want to work with?” Instead, the question should be, “What does the market need and how can I satisfy that need while doing something I love?”

The specialty or niche you choose should be located at the intersection of two things: the needs of the marketplace and your services, skills and talents—in that order. You must align your specialty in response to the needs you perceive in the marketplace. And don’t specialize in something for which the need is on the wane. For example, it doesn’t matter how much you know about widgets because their popularity is sinking fast, so you won’t get any work. However, doohickeys are on the rise and might be worth promoting as one of your specialties.

The point is that a successful business is centered around a market and that market’s needs. It’s not centered around your wishes and desires. Ideally, what you want will overlap with what they need, but what you want should not be the source.

Likewise, don’t rack your brain trying to come up with a company name or tagline. Instead, let that come from the market, too. Listen in such a way that you hear people’s needs in everything they say. Then take the words they use to describe their problems or challenges and use the same words to describe how your services solve those problems. It’s the difference between saying “I’m a web designer” and “I design clean and simple web sites for companies who want their visitors to stay on their site.”

So how do you choose a market?

BUILD ON THE FOUNDATION OF YOUR EXPERTISE

The foundation of your business should be rooted strongly in something you know well and in which you already have some expertise. Whenever possible, don’t start from scratch. Even if you’re just starting out, it helps to build your business on something that already exists, such as past employment experience, a recent pro bono or side project, even a hobby. All of these can be used as springboards.

If you’re making the transition from corporate work, even if you’re sick of the field you are coming from, it’s important to build on that investment, not just throw it away because of how you feel about it right now. You’ll have a much easier time leveraging the relationships that you have already established and using the knowledge that you’ve acquired. Once you have a business under way, you can move toward new markets. But starting a business and approaching a new market simultaneously is double the work.

If you’re leaving an industry precisely because there’s absolutely no work there, then look for something peripherally related, something that will allow you to say honestly, “I’m familiar with this market.” For example, if you worked for American Express, your potential markets might include the travel industry or financial services.

You must choose a focus, whether it’s a horizontal focus (“I can design web sites for any company across the board”) or a vertical focus (“I can design everything a real estate developer needs”).

Sometimes this happens organically. Someone asks for your help, you do the project, you enjoy it, you do a good job, the client is satisfied, and you start wondering how you can use that experience to generate more like it.

Other times, you will have no choice but to start from scratch. You might say to yourself, “I want to work in the entertainment industry. It looks like a lot of fun and I think I would enjoy it,” even if you have no experience, no contacts, nothing to build on. It’s not impossible to build a business this way, but it does take longer. That you should know.

SPECIALIZING LETS YOU DOMINATE THE MARKET

Many designers believe that marketing the widest range of services to the largest possible group is the path to success. You’d rather be a generalist because you think you’ll get more business. And on one level, it makes sense: The more opportunities you have to make a sale, the more sales you are likely to make. But in reality, it doesn’t work that way. In fact, success comes to those who focus on the smallest number of activities most likely to yield the quickest and largest return.

It is tempting to position yourself broadly, thinking that a narrow focus will reduce the universe of available opportunities. But if you want to be credible, you must limit your offerings. Without some specialization, you would not be able to provide a coherent message to the marketplace, nor would you be able to qualify potential clients quickly, which leads to wasted time and effort.

We live in the era of the specialist. In fact, the larger your target market, the more you need to specialize. Being a generalist, trying to be all things to all people, doesn’t sustain long-term business growth because you never create an identity and you never focus on a market that identifies you as their expert. Instead, you’re a blur in the mind of your market.

Unlike a major design firm, you do not have limitless resources and a huge experience base in every facet of business. Specializing allows you to show the marketplace that you have a set of competencies that are focused enough to be done by a sole proprietor or small firm with a limited number of associates. Besides, your clients need to know that you not only understand the specific challenges that they face, but also that you have explicit experience that will help them. They don’t want to be your guinea pigs.

In order to rise above the information overload that bombards your clients, you must distinguish yourself from all the other designers clamoring at your clients’ doors. The only way to make a strong enough impact in the minds of your prospects so they choose you is to be clear about what you stand for: your focus or area of expertise.

And although corporations everywhere attempt to grow by expanding their offerings with spin-offs and line extensions, the majority of successful businesses—large corporations as well as small ones—succeed by sticking with a very narrow focus: on a market, on a product or service, on a benefit to the customer, on a single need of the customer, on a geographical location, on a category within a category, as well as on the marketing tools used to reach those customers.

If you still resist specializing, what you fail to understand is that your clients need you to specialize in exactly the service they need. They need to know they are dealing with an expert who serves their particular needs. That’s what will make them feel more comfortable choosing you. That’s what will help them sell you to their managers. So in reality, and in the long run, specializing gets you more business.

But focus doesn’t come naturally. In fact, lack of focus does. Focus requires ongoing attention and discipline, which is why many people don’t do it. It’s not something you do once and then it’s done. Focusing means committing, and then recommitting, to your plan every day, refocusing your attention and reevaluating your choices on a regular basis. That’s the way to dominate the marketplace.

Here’s what else you get when you specialize:

• Fame: You’ll become known as an expert in your area of focus.
• Fortune: You’ll command higher fees for your expertise.
• Choice: You’ll get the work you want instead of taking whatever comes along.
• Success: You’ll achieve your personal and business goals.

FOUR STRATEGIES FOR SPECIALIZING

1. Start out broad and evolve your specialty.

If you are a new designer, you may be a generalist simply because you don’t yet know what to specialize in. That’s fine, but as you begin to work with your clients, be attentive to what they are asking for and what they seem to need without knowing it. Then start giving it to them. Ask yourself questions like: “Of all the services I offer, which one is being requested most often? What do people seem to be the most perplexed about? What new technology do people need to understand?”

Anticipate the needs of your clients, and evolve your business to satisfy those needs. Start focusing your services and proclaiming your specialty as soon as you can. It will snowball. The more you talk about it, the better the response, which gives you more opportunities to learn more about and reinforce your specialty.

2. Focus on an industry and offer it multiple services.

Focusing on a vertical industry allows you to market yourself the most efficiently. You will get to know the industry and the people in the industry, who will talk to each other and spread the word about you. You can join the main trade organizations and use the member directories, which means that your list of prospects can be found all in one place. You can speak at conferences sponsored by the industry to increase your visibility and credibility. You can get your articles printed in online and offline trade publications for maximum exposure.

In addition, you’ll be able to make the most powerful statement to your clients: “I really know your business.” Nothing has a stronger impact. You will become an expert not only in your business, but also in their business, which becomes one of your most important benefits to your clients. As you get to know them, as you watch their industry grow and change, you also evolve your services to change with the industry, adding and subtracting services as needed. By letting the growth flow from the needs of your clients, you grow your business organically, which makes less work for you.

3. Focus on a special skill or talent you have that fits a very specific need.

You also can approach your specialty from the opposite perspective: identify your skills and talents, and then approach the prospects who may need them. This is much less efficient because it means you have to repeat the same message, or a slightly revised version of the same message, to different industries over and over again. It’s hard to build momentum when you’re spinning many different plates, so this is not the ideal strategy. But if you are expert in your particular skill—for example, web design or annual report design—and you are willing to do extra marketing of your own services, then take that as your specialty.

4. Focus on companies of a certain size.

A company’s challenges often are a function of its size. Small-business owners face different challenges than Fortune 500 companies. They have different budgets, different processes and more (or fewer) layers of bureaucracy. You can market to a variety of industries if you specialize in the challenges faced by companies of a particular size.

IT HELPS TO HAVE MORE THAN ONE AREA OF EXPERTISE

Specializing doesn’t have to limit you to that one area. In fact, the ideal situation is to have two areas of specialty. Then, if your particular niche becomes the epicenter of an economic downturn, you have the flexibility and the agility to shift gears and pursue another avenue.

You also will probably be called upon by prospects to provide services that fall outside your skill set or your industry expertise. Then it’s your choice, on a case-by-case basis, whether to take the work. This decision often will depend on how hungry you are, what’s currently on your plate, what projects are pending and which prospects you are pursuing. The important thing is to be honest with your prospects about your skills in terms of their needs. They may have heard such good things about you that they want you anyway. Or maybe they are in a time crunch and are willing to take the chance. But put the ball in their court and let them decide whether to hire you.

Working outside your area of expertise, however, will take more time and effort on your part. You may not have the time or the desire to educate clients so their expectations are in order, or to learn enough about their industry to speak knowledgeably.

So now that you know why it’s so important to choose a market, it’s time to do so.

DEFINE YOUR MARKET

The goal of this exercise is to end up with three niche markets to explore. From there, you will whittle them down to one or two, based on the results of your initial marketing efforts. But you have to start with at least ten market ideas to get down to the final one or two.

With all of that in mind, list (in the table below) up to ten markets or groups of people who could use your services. Start with markets you know best, and then move on to markets you’ve dreamed about. Be as specific as possible, focusing on groups and subgroups of prospects.

For each market, indicate (in just a few words) why you think it’s a good market for you. Then mark if yo...

Table of contents

• Cover
• Title Page
• Acknowledgments
• About the Authors
• About Marketing Mentor
• Contents
• Foreword
• Part One: Marketing
• Part Two: Pricing
• Resources
• Copyright